Creating and Managing Cross-Functional Project Plans
Gwen Ortmeyer, Ph.D.
Independent Consultant and SSI Executive Coach
Delivering customer value in a service setting requires coordinated planning across multiple functional areas. In this session, mind-mapping is discussed as a technique to help teams organize and integrate their implementation around a defined goal: the delivery of customer value. An example (Becton Dickenson Vacutainer) is discussed, showing how the tool is used and a scorecard is presented to help teams evaluate the effectiveness of their implementation plans.
Throughout her 20 years of business consulting, Gwen Ortmeyer has helped business teams design and execute market and business strategy. Dr. Ortmeyer is also active in the design and delivery of in-house executive learning programs in marketing, competitive strategy, market planning & implementation, and business management. She has specific domain knowledge in the marketing discipline, including such areas as branding, positioning, integrated marketing communications, pricing, retailing and market research.She has worked with executives in many different firms including Unilever, General Electric, Seagram, Newell Rubbermaid, Amgen, AT&T, Avon, Boston Scientific, Cardinal Health, Cisco Systems, Citibank, Corning, DuPont Dow Elastomers, Gilead, Honeywell, Household International, Kimberly-Clark, Land’s End, Life Technologies, National Starch, Navistar, Norfolk & Southern, Johnson & Johnson, Bristol Myers Squibb, Eli Lilly, Praxair, PSE&G, Siemens, and Texas Instruments.
She has served as an Assistant Professor of Marketing at Columbia and Harvard Business Schools and as an Associate Professor of Business Practice at Duke University’s Fuqua School of Business. In addition she has taught in executive education programs at various business schools including Stanford, Harvard, MIT and Columbia. Dr. Ortmeyer received her B.S. from the University of California at Berkeley and her Ph.D. in Management from Stanford University’s Graduate School of Business.
Designing the Service Experience with Service Blueprinting
Amy Ostrom, Ph.D.
PetSmart Chair in Services Leadership
Professor and Chair, Department of Marketing
Center for Services Leadership, W. P. Carey School of Business, ASU
Time and money are often spent revamping business processes, yet they still do not meet the needs of the firm or customers. Why? Because the customer’s perspective is left out. Amy will describe the components of service blueprints, outline the design steps, and help you learn how to apply blueprinting to your company. Service Blueprinting: Injects the customer’s experience and point of view; Helps address the unique challenges of delivering intangible services; Brings cross-unit and cross-functional teams together; Provides a common understanding of “what we offer”.
Amy L. Ostrom is the PetSmart Chair in Services Leadership and Marketing Department Chair at the W. P. Carey School of Business at Arizona State University. She received her Ph.D. from Northwestern University.Her research focuses on issues related to services marketing including customers’ evaluation and adoption of services, customers’ roles in creating service outcomes, and transformative service.
Her work has appeared in a number of journals including the Journal of Marketing, the Journal of Consumer Research, and the Journal of Service Research. Ostrom, who was selected as the 2004 Arizona Professor of the Year and the 2007 ASU Parents Association Professor of the Year, has supervised numerous undergraduate Honors theses.
She has shared the service blueprinting technique with small start-ups to Fortune 500 companies to help improve their service processes and develop new service offerings.
Delivering Service Excellence and Closing the GAPS
Douglas Olsen, Ph.D.
SSI Faculty Director and Associate Professor of Marketing
W. P. Carey School of Business, ASU
All businesses are service businesses – whether they recognize it or not. And the most successful ones have figured out how to align their marketing, operations and people strategies around the customer. Yet, most firms are not quite there, or are just beginning their services transformation. Doug will teach you a process for closing the gaps between where you are and where you want to be on your services journey through knowing what your customers expect; Designing, delivering and measuring based on customer expectations; Delivering quality service every time; Matching what you promise with what you actually do.
Douglas Olsen, B.Sc., MBA, Ph.D. is an Associate Professor of Marketing in W. P. Carey School of Business at Arizona State University and Coordinator of the Strategic Marketing and Services Leadership Specialization. Douglas has been active in both graduate and undergraduate programs and teaches marketing strategy, research methodology and marketing communication. He has been an instructor in a broad range of executive development programs related to business strategy and service excellence. He currently serves as Faculty Director of the Strategic Service Institute, held annually at the Center for Service Leadership at ASU, and the Faculty Director of the Strategic Marketing and Services Leadership (SMSL) Specialization in the W. P. Carey MBA Program. Over the past two decades, his dedication to teaching has been recognized with numerous awards for instructional excellence. On a pragmatic level, Douglas has been actively involved in consultation to both government and private enterprise.
Current academic work focuses on factors limiting and enhancing the success of innovation and technology commercialization, as is focused on in his recent book, The Five Laws of Innovation Success: Generating Critical Momentum for Products, Services and Ideas. His academic research has been published in journals that include: Journal of Advertising, Journal of Advertising Research, Journal of Consumer Research, Journal of Business Research, Journal of Public Policy and Marketing, Journal of Experimental Psychology: Applied, Journal of Consumer Psychology an International Journal of Research in Marketing. His research has been presented at over 30 conferences in Canada, the United States, Europe, South America and Australia.
On a personal side, Douglas is fascinated by contemporary design, and enjoys traveling, furniture making, browsing eBay for “really cool old stuff” and spending time outdoors. He may be contacted via email at douglas.olsen@asu.edu or by phone (480) 965-6157.
What Ought to Be: Building Ideal Service Experiences
Salvador Bravo
Experience Design Strategist
Cast and Hue
Designing optimal services and experiences means envisioning, designing, and building states desired by consumers and audiences. In this presentation, we will share concepts about how service designers identify the appropriate data for building optimal service experiences and a process for quickly prototyping those experiences.
Creating and Managing Cross-Functional Project Plans
Thomas Hollman, Ph.D.
Clinical Associate Professor
Department of Marketing
W. P. Carey School of Business, ASU
Many factors come into play when it comes to capturing, examining and understanding analytics for customer interactions. But what about understanding how those factors influence the voice of the customer? In this presentation Thomas examines what factors should be measured to understand how customer satisfaction leads to loyalty.
Thomas Hollmann is a Clinical Associate Professor of Marketing and a Research Faculty fellow at the Center for Services Leadership at Arizona State University. Thomas’ work experience spans four countries and over 10 years in Fortune 100 companies, including Black & Decker, Xerox, and as an executive at Sun Life Financial. His research interests include Services Science, with a focus on B2B, service analytics, and Relationship Marketing, with a particular interest in relationship outcomes (profitability, customer equity, defection, retention, satisfaction, etc.). His research has appeared in the Journal of the Academy of Marketing Science, the Journal of Business and Industrial Marketing and several leading marketing and services conferences. He has received research grants and awards from the Center for Innovation Management Studies, Xerox, IBM, and the Center for Services Leadership. Thomas has consulted with a range of Fortune 500 firms and he received awards for his teaching at Arizona State University and at NC State. Thomas earned a Ph.D. in Marketing from Arizona State University.
Implementing Best Practices in Service Recovery
Kate Eaton, Ph.D.
Clinical Assistant Professor
W. P. Carey School of Business
In all service contexts – whether customer service, consumer services, or business-to-business services – service failure is inevitable. Failure is inevitable for the best of firms with the best of intentions, even for those with world-class service systems. Research has shown that resolving customer problems effectively has a strong impact on customer satisfaction, loyalty, word-of-mouth communication, and bottom-line performance. Excellent service recovery is really a combination of a variety of strategies, which generally fall into two general types that will be examined in this session. One type includes the actions taken by the firm to restore the relationship with the customer – that is, to “fix the customer.” The second type is the actions taken to correct the problem and, ideally, to prevent it from recurring – that is, to “fix the problem.”
Kathryn Karnos Eaton (Kate) is a Clinical Assistant Professor at Arizona State University. She graduated with a Ph.D. in Business Administration, Marketing in the W. P. Carey School of Business in 2012. She also received undergraduate degrees in Finance and Management, with an International Business Certificate, from the W.P. Carey School of Business. Kate’s research interests include healthcare innovation, product and service design, and transformative services research. Before returning to teaching, Kate served as Principal Strategist for Obesity Solutions under a joint appointment with Arizona State University and Mayo Clinic. In this role she studied the efficacy of health messaging, education, and interventions.
Developing an Exceptional Service Culture
David Bowen, Ph.D.
Faculty Emeritus Thunderbird at Arizona State University
The power of an exceptional service culture derives from it providing a tough-to-copy basis of sustainable competitive advantage. We will overview how to develop such an organizational culture through an internally consistent set of Values, Management Practices (particularly HRM) and Cultural Forms (e.g. rituals, heroes) and as shaped by talented Leadership. We will draw lessons from the case of the Four Seasons Hotel George V Paris, and briefly touch on the challenge of balancing consistency and flexibility in moving a strong organizational culture across country culture boundaries.
David is Faculty Emeritus, and Former Chief Academic Officer, Thunderbird School of Global Management where he also was the G. Robert & Katherine Herberger Chair in Global Management; and is a member of the “Distinguished Global Faculty Network”, Center for Services Leadership, Arizona State University.
David has a Ph.D. in Business Administration (Organizational Behavior) and an M.B.A., both from Michigan State University. His B.A. is from Alma College, Alma, Michigan where he has also served on the Board of Trustees.
His service research has focused on issues such as employee empowerment, service climate and culture, “strong” HRM systems, managing customers as human resources, and the changing roles of employees in service delivery.
He received the “Christopher Lovelock Career Contributions to the Services Discipline Award”; served as an Associate Editor, Journal of Service Research; received Article of the Year Awards from Academy of Management Perspectives and Journal of Service Research, and earned the prestigious Academy of Management Review “Decade Award” for article impact. He has also published in Journal of Applied Psychology, Harvard Business Review, Academy of Management Journal, Organization Science, Sloan Management Review, Organizational Dynamics, and Journal of Service Management. His books include the interdisciplinary Advances in Services Marketing and Management series, JAI Press, and Winning the Service Game, Harvard Business School Press.
Why Employees Matter in Services: Understanding the Science and Art of the Human Capital Value Chain
Mahesh Subramony, Ph.D.
Northern Illinois University College of Business
Service organizations often invest in their workforce expecting significant returns in the form of customer- and financial value. However, the key mechanisms linking human capital investments with these outcomes are not commonly understood. This session is aimed at helping service leaders understand the science behind the human capital investment to business performance link, and provide key insights on putting this knowledge to use in measuring and managing these strategic linkages. This session will help answer two key questions: How does investing in people help service organizations create high levels of organizational performance? and How do you create a measurement system to track and manage key people- and performance metrics?
Mahesh Subramony (Ph.D. in Industrial-Organizational Psychology, Central Michigan University) is professor of management and Northern Illinois University (NIU). His research program examines the reciprocal relationships between organizations, workers, and customers, within a social/institutional context. Mahesh’s research has been published in reputed academic publications including the Academy of Management Journal, Academy of Management Perspectives, Journal of Applied Psychology, Journal of Organizational Behavior, Journal of Management, and Human Resource Management. He is an associate editor for the Journal of Service Management, and the Journal of Service Research. Mahesh has extensive applied experience, having worked in the HR functions of two Fortune 500 companies, provided consulting services as director of the Center for Human Capital and Leadership at NIU, and led student-teams executing consulting projects.
Innovation in Service Centric Organizations
Thomas Hollman, Ph.D.
Executive Director, Center for Services Leadership
Clinical Associate Professor
Department of Marketing
W. P. Carey School of Business, ASU
This session explores the fundamental challenges and tools for improving existing services or launching new ones. We will start with an understanding of how service innovation differs from the well-established model for developing physical goods. We will then discuss what the pros and cons are of deviating from that baseline and whether following your “service instincts” is always beneficial for developing services. We will introduce a hands-on tool that you can use for your own organization to establish what the optimal service design process is and how implementing this process will affect your bottom line. Finally, we will discuss a number of additional tools for service innovation.
Thomas Hollmann is a Clinical Associate Professor of Marketing and a Research Faculty fellow at the Center for Services Leadership at Arizona State University. Thomas’ work experience spans four countries and over 10 years in Fortune 100 companies, including Black & Decker, Xerox, and as an executive at Sun Life Financial. His research interests include Services Science, with a focus on B2B, service analytics, and Relationship Marketing, with a particular interest in relationship outcomes (profitability, customer equity, defection, retention, satisfaction, etc.). His research has appeared in the Journal of the Academy of Marketing Science, the Journal of Business and Industrial Marketing and several leading marketing and services conferences. He has received research grants and awards from the Center for Innovation Management Studies, Xerox, IBM, and the Center for Services Leadership. Thomas has consulted with a range of Fortune 500 firms and he received awards for his teaching at Arizona State University and at NC State. Thomas earned a Ph.D. in Marketing from Arizona State University.
Creating Breakthrough Service (and Product) Innovation: Start With Your Customer!
Gwen Ortmeyer, Ph.D.
Independent Consultant and SSI Executive Coach
Creating breakthrough service innovation requires stepping away from our existing service solutions to deepen our understanding of our customer’s jobs to be done and the outcomes they want to achieve. This broader understanding of customer needs (unconstrained by our current service offerings) helps us to uncover and prioritize truly innovative service and even product solutions. We will discuss a four-step approach for developing service innovations, using a number of case examples as illustrations. The session will conclude with participants reflecting on how this approach might help them (and their company) create breakthrough service innovations.
Throughout her 20 years of business consulting, Gwen Ortmeyer has helped business teams design and execute market and business strategy. Dr. Ortmeyer is also active in the design and delivery of in-house executive learning programs in marketing, competitive strategy, market planning & implementation, and business management. She has specific domain knowledge in the marketing discipline, including such areas as branding, positioning, integrated marketing communications, pricing, retailing and market research.She has worked with executives in many different firms including Unilever, General Electric, Seagram, Newell Rubbermaid, Amgen, AT&T, Avon, Boston Scientific, Cardinal Health, Cisco Systems, Citibank, Corning, DuPont Dow Elastomers, Gilead, Honeywell, Household International, Kimberly-Clark, Land’s End, Life Technologies, National Starch, Navistar, Norfolk & Southern, Johnson & Johnson, Bristol Myers Squibb, Eli Lilly, Praxair, PSE&G, Siemens, and Texas Instruments.
She has served as an Assistant Professor of Marketing at Columbia and Harvard Business Schools and as an Associate Professor of Business Practice at Duke University’s Fuqua School of Business. In addition she has taught in executive education programs at various business schools including Stanford, Harvard, MIT and Columbia. Dr. Ortmeyer received her B.S. from the University of California at Berkeley and her Ph.D. in Management from Stanford University’s Graduate School of Business.
Creating Change
Douglas Olsen, Ph.D.
SSI Faculty Director and Associate Professor of Marketing
W. P. Carey School of Business, ASU
This session will focus on key variables essential for change to be successful. Based largely on the presenter’s research and his book (The 5 Laws of Innovation Success), this session focuses on creating a product with a strong core value proposition, destabilizing the existing options/competition and reducing fear and uncertainty surrounding the new alternatives. Examination of change specific to a service organization will be provided, with emphasis placed on not just changing the views of the customer, but also focusing on how to get this change to occur within the organization (i.e., get internal buy-in to proposed programs).
Douglas Olsen, B.Sc., MBA, Ph.D. is an Associate Professor of Marketing in W. P. Carey School of Business at Arizona State University and Coordinator of the Strategic Marketing and Services Leadership Specialization. Douglas has been active in both graduate and undergraduate programs and teaches marketing strategy, research methodology and marketing communication. He has been an instructor in a broad range of executive development programs related to business strategy and service excellence. He currently serves as Faculty Director of the Strategic Service Institute, held annually at the Center for Service Leadership at ASU, and the Faculty Director of the Strategic Marketing and Services Leadership (SMSL) Specialization in the W. P.&nbps;Carey MBA Program. Over the past two decades, his dedication to teaching has been recognized with numerous awards for instructional excellence. On a pragmatic level, Douglas has been actively involved in consultation to both government and private enterprise.
Current academic work focuses on factors limiting and enhancing the success of innovation and technology commercialization, as is focused on in his recent book, The Five Laws of Innovation Success: Generating Critical Momentum for Products, Services and Ideas. His academic research has been published in journals that include: Journal of Advertising, Journal of Advertising Research, Journal of Consumer Research, Journal of Business Research, Journal of Public Policy and Marketing, Journal of Experimental Psychology: Applied, Journal of Consumer Psychology an International Journal of Research in Marketing. His research has been presented at over 30 conferences in Canada, the United States, Europe, South America and Australia.
On a personal side, Douglas is fascinated by contemporary design, and enjoys traveling, furniture making, browsing eBay for “really cool old stuff” and spending time outdoors. He may be contacted via email at douglas.olsen@asu.edu or by phone (480) 965-6157.
What Will Happen Next? Technology will Create More and Better Services in More Places at Better Prices…Expect New Winners and Losers
R. Gary Bridge, Ph.D.
Managing Director, Snow Creek Advisors, LLC
Formerly SVP and Global Lead, Cisco Systems, Inc.
Digitization (“computerization”), the fifth wave of the Industrial Revolution, is changing every sector of business, creating vast new opportunities and wealth, while simultaneously displacing some workers and companies. This session: Identifies the emerging technologies that promise the most productivity gains for service companies; Shows how technology enables service personalization and increases profits; Illustrates how location awareness technology changes service delivery; Describes how data analytics – “Big Data” – increases efficiency and effectiveness, creates new services, and enables new business models (for instance, product companies becoming service companies); Explains how the “Internet of Things” will be far bigger than the internet we know today; Identifies the industries where incumbents are most vulnerable to new entrants’ innovations and why the attackers win about 90% of the time; Describes the three phases of innovation, highlights the points where failures most often occur, and illustrates how successful companies create a culture of innovation; Recommends 25 things you can do immediately to embed technology in your operations.
Gary Bridge came to the business world via Academe. While teaching social and organizational psychology at Columbia University, Bridge started a consulting practice that helped technology companies navigate risky strategic decisions. IBM acquired this company during Big Blue’s historic turnaround, which was marked by a strategic shift from mainly products to mainly services. As a Corporate Vice President, Bridge’s management portfolio included worldwide market intelligence and economics, marketing management, brand strategy, licensing, global customer information, and customer relationship management systems.
After IBM, Bridge helped inventor Dean Kamen launch the Segway self-balancing transporter, a totally fun but ultimately unprofitable venture. As SVP/Chief Marketing Officer, Bridge designed the launch strategy and roll out campaign, which won two Silver Anvil Awards.
Most recently, Bridge served nine years as Senior Vice President and Global Lead of Cisco System’s strategic consulting arm, the Internet Business Solutions Group. IBSG’s 200+ consultants operated at the intersection of competitive strategy, advanced technology, and process re-engineering to accelerate growth and increase productivity in the world’s largest enterprises and governments.
Bridge’s work with multinational companies continues through Snow Creek Advisors, and his current engagements focus on accelerating innovation and aligning strategy with a rapidly changing business environment. His research interests involve data analytics or what is often called “big data” technology. He is the lead investor in NeuralEye, a facial recognition startup that specializes in identifying very low quality probe images.
Educated at the University of California, Los Angeles (UCLA), Bridge holds degrees in Economics (BA) and Experimental Social Psychology (MA, Ph.D.) and did additional work in Statistics and Engineering Psychology. Dr. Bridge has been associated with a number of US think tanks, including the RAND Corporation, Battelle, and the Defense Advanced Research Projects Agency (DARPA).
Leveraging Technology and Brand Reputation to Move from Products to Services
Detra Montoya, Ph.D.
Clinical Associate Professor of Marketing
W. P. Carey School of Business
This session will focus on how established brands can successfully extend into new market segments. Specifically, we will consider how brands assess marketplace opportunities and changing consumer needs, market segmentation, and brand positioning strategies. We will examine the unique example of how a strong consumer brand, Tide, successfully extended into the dry cleaning service industry with Tide Dry Cleaning. Not all brand extensions are successful, but in the case of Tide Dry Cleaning, marketers were able to build upon important brand attributes while integrating technology to create a better customer experience. By the end of this session, participants should be able to 1) understand how brands can incorporate consumer research to develop an entirely new service offering, 2) identify under which conditions a brand can extend a product into the service industry, and 3) understand how technology can enable a brand to provide a more comprehensive service experience and promote growth into a new segment.
Detra Y. Montoya is a Clinical Associate Professor of Marketing in W. P. Carey School of Business at Arizona State University. She has a B.S. degree from the University of Arizona, and M.B.A. and Ph.D from Arizona State University. Prior to receiving her Ph.D., she held numerous positions in Procter & Gamble’s Customer Business Development and Multicultural Business Development organizations.Dr. Montoya’s research interests include multicultural consumer behavior and retail display effects on product choice. Her research has been published in the Journal of Public Policy & Marketing, Journal of Business Research, European Retail Digest, and America’s Pharmacist. She is co-author of a textbook, Business Consulting in a Multicultural America. She has received research grants from the University of Washington Institute of Ethnic Studies in the United States, State Farm Insurance, and the Michael G. Foster School of Business Consulting and Business Development Center to conduct research on multicultural consumer behavior.
Dr. Montoya serves as the Faculty Director of the W. P. Carey School of Business Professional Sales Program, and she is the former Faculty Director for the Master of Science in Management program. She won the 2016 Huizingh Outstanding Service to Undergraduate Students Award. Dr. Montoya serves as Course Lead for the W. P. Carey Center for Services Leadership Executive online programs. She specializes in teaching student consulting courses to assist small/medium-sized businesses with branding strategies. Dr. Montoya is a 2012 fellow of the National Hispana Leadership Institute’s Executive Leadership Program.
Creating Thumb-Stopping Stories Your Customers Can’t Help but Share
Jordan Haugan, MBA
Sales Manager
Google
We live in a noisy world. AdBlock usage is at an all-time high. Advertisements are annoying, obtrusive, and irrelevant to our daily lives. To put it bluntly, society as a whole is categorically rejecting ads and traditional marketing tactics aren’t cutting it anymore. People want to be engaged. In this fragmented world, how do we break through the noise and ensure the right message reaches the right people and engages them in a powerful way? This session will challenge you to see your organization’s Right to Win in a new light. Moreover, we will explore effective digital marketing strategies to ensure your Right to Win breaks through the noise, fosters real engagement with hard-to-reach audiences, and creates real value to your organization’s bottom line.
Jordan Haugan is the Sales Operations Lead for the Sales Acceleration and Innovation Labs (SAIL) team within Google. As the innovation engine of Google Ads, his team pilots, incubates, and scales new ideas that drive more, sustainable Google customers. Prior to joining Google in early 2019, Jordan spent the better part of the last decade helping Fortune 500 marketing leaders “Rid the World of Boring Marketing” by telling their brand’s story in powerful ways that engaged audiences and inspired action.As the Director of Business Development for industry-leading influencer marketing agency, August United, Jordan developed award-winning digital marketing strategies for clients including: Kroger, Microsoft, PetSmart, Persil, See’s Candies, Children International, and more.
Driving Performance and Holding People Accountable
Suzanne Peterson, Ph.D.
Associate Professor
Presentation Description Coming Soon
Dr. Suzanne Peterson is the newest full-time member of the Thunderbird Faculty. As an Associate Professor of Leadership she is squarely focused on bringing her leadership expertise and content to Thunderbird’s executive education clients. She has previously served as Faculty Director of Executive Education at Arizona State University’s W. P. Carey School of Business where she served as a liaison between industry and academia. Although she advises senior executives in a variety of industry sectors, the majority of her time has been spent on Wall Street and other Financial Services Firms. She has advised leaders in firms such as J.P. Morgan Chase, Morgan Stanley, Societe Generale, Fidelity, and Bank of America Merrill Lynch, as well as Blue Cross Blue Shield, Avnet, McDonalds, State Farm, and Microsoft to name a few.
Her consulting and coaching leverages the theory that excellence in leadership consists of routines and behaviors that can easily be taught. Emphasizing leadership style, effective communication, and relationship building as keys to leadership success, she works with leaders to provide them the tools to deliver excellent business results while concurrently inspiring exceptional levels of loyalty and followership. She is a sought after speaker, and winner of multiple teaching awards, research awards and grants.
Functionally, she has extensive experience working with leadership in the C-Suite. Given her interest and experience in leadership development and talent assessment, she also has worked closely with the human resources function to ensure excellence in design and ROI of leadership development initiatives.
Her long-standing tenure with Arizona State University makes her ideally poised to leverage Thunderbird’s vast executive education experience and expert faculty with the diverse and multi-faced strengths within the larger ASU community.
Parking: The Ultimate Fan Experience
Christopher Lee, Ph.D.
Clinical Assistant Professor of Marketing
Faculty Director, Sports Business
W.P. Carey School of Business
Arizona State University
For many sports and entertainment events, parking and the effective movement of people throughout a venue has become the heart of the fan experience – which is unfortunate. The focus of this presentation is to consider how the design of stadiums and other physical spaces in an effort to enhance efficiency has failed to take into consideration true customer engagement. In short, stadiums have largely developed an experience that results in the fan driving to the game, parking, watching the game, and driving home with little additional interaction or true engagement. As a result, many are opting to watch from home. Comparable examples exist in retail and elsewhere. The irony is that this is happening at a time when businesses, more than ever, want to have a deep level of engagement with the customer in both brick-and-mortar, as well as web-based platforms. Consideration is given to what progressive stadiums, retail establishments and web-based entities are doing to enhance their level of customer engagement — and the number of fans they really have.
Christopher Lee is a Clinical Assistant Professor who joined the W.P. Carey School of Business from Temple University in Philadelphia. Professor Lee’s research interests include framing, linguistics, and communication. His recent article in the Journal of Retailing looks at the effectiveness of cues such as “best seller” and “limited edition” based on whether consumers are buying for themselves or someone else.
Professor Lee has a background in the sports industry, having worked with Turnkey Sports and Entertainment, the NBA’s Golden State Warriors, sports cap manufacturer New Era Cap and Camelback Ranch, the spring-training home of the Los Angeles Dodgers and Chicago White Sox. Professor Lee earned his Ph.D. in marketing from the University of Oregon and his Bachelor’s degree in Legal Studies from the University of California, Berkeley. In addition, Professor Lee is also a graduate of the Master of Business Administration program at Arizona State University where his concentration was sports business.
Resilient Leadership and Organizations
Douglas Olsen, Ph.D.
SSI Faculty Director and Associate Professor of Marketing
W. P. Carey School of Business, ASU
The nature of business is that change and unexpected events are ever present and can easily take us off course if unguarded. Through consideration of case examples, discussions and frameworks, emphasis will be placed on understanding what it takes to be a resilient leader and more broadly the characteristics that define resilient organizations.
Douglas Olsen, B.Sc., MBA, Ph.D. is an Associate Professor of Marketing in W. P. Carey School of Business at Arizona State University and Coordinator of the Strategic Marketing and Services Leadership Specialization. Douglas has been active in both graduate and undergraduate programs and teaches marketing strategy, research methodology and marketing communication. He has been an instructor in a broad range of executive development programs related to business strategy and service excellence. He currently serves as Faculty Director of the Strategic Service Institute, held annually at the Center for Service Leadership at ASU, and the Faculty Director of the Strategic Marketing and Services Leadership (SMSL) Specialization in the W. P.&nbps;Carey MBA Program. Over the past two decades, his dedication to teaching has been recognized with numerous awards for instructional excellence. On a pragmatic level, Douglas has been actively involved in consultation to both government and private enterprise.
Current academic work focuses on factors limiting and enhancing the success of innovation and technology commercialization, as is focused on in his recent book, The Five Laws of Innovation Success: Generating Critical Momentum for Products, Services and Ideas. His academic research has been published in journals that include: Journal of Advertising, Journal of Advertising Research, Journal of Consumer Research, Journal of Business Research, Journal of Public Policy and Marketing, Journal of Experimental Psychology: Applied, Journal of Consumer Psychology an International Journal of Research in Marketing. His research has been presented at over 30 conferences in Canada, the United States, Europe, South America and Australia.
On a personal side, Douglas is fascinated by contemporary design, and enjoys traveling, furniture making, browsing eBay for “really cool old stuff” and spending time outdoors. He may be contacted via email at douglas.olsen@asu.edu or by phone (480) 965-6157.
